Climate Change 2017

Climate Change 2017 - eBay Inc.

Module: Introduction

Page: Introduction

CC0.1

Introduction

Please give a general description and introduction to your organization.

eBay Inc. (NASDAQ: EBAY) is a global commerce leader including the eBay, StubHub and eBay Classifieds platforms. Collectively, we connect millions of buyers

and sellers around the world, empowering people and creating opportunity through Connected Commerce. Founded in 1995 in San Jose, Calif., eBay is one of

the world's largest and most vibrant marketplaces for discovering great value and unique selection.

eBay was founded on the simple belief that people are basically good. Our technology has leveled the playing field by enabling people to connect and trade

around the world, regardless of their circumstances or location. We believe that commerce should be not just transactional but rather transformational.

Through our platforms, we are creating a better, more sustainable form of commerce that empowers people and creates opportunity. And we are committed to

reducing the environmental impact of our platform by increasing efficiency, expanding our use of cleaner energy and using our global marketplace to extend

the life of goods in a more circular economy.

For more information about the company and its global portfolio of online brands, visit www.ebayinc.com. For more information on our environmental

initiatives, please visit http://ebayinc.com/global-impact/.

CC0.2

Reporting Year

Please state the start and end date of the year for which you are reporting data.

The current reporting year is the latest/most recent 12-month period for which data is reported. Enter the dates of this year first.

We request data for more than one reporting period for some emission accounting questions. Please provide data for the three years prior to the

current reporting year if you have not provided this information before, or if this is the first time you have answered a CDP information request.

(This does not apply if you have been offered and selected the option of answering the shorter questionnaire). If you are going to provide additional

years of data, please give the dates of those reporting periods here. Work backwards from the most recent reporting year.

Please enter dates in following format: day(DD)/month(MM)/year(YYYY) (i.e. 31/01/2001).

Enter Periods that will be disclosed

Fri 01 Jan 2016 - Sat 31 Dec 2016

CC0.3

Country list configuration

Please select the countries for which you will be supplying data. If you are responding to the Electric Utilities module, this selection will be carried

forward to assist you in completing your response.

Select country

Australia

Select country

Belgium

Canada

China

Czech Republic

Denmark

France

Germany

India

Ireland

Israel

Italy

South Korea

Luxembourg

Malaysia

Mexico

Netherlands

Norway

Singapore

Spain

Sweden

Switzerland

Taiwan

Thailand

Turkey

Ukraine

United Kingdom

United States of America

Japan

CC0.4

Currency selection

Please select the currency in which you would like to submit your response. All financial information contained in the response should be in this

currency.

USD($)

CC0.6

Modules

As part of the request for information on behalf of investors, companies in the electric utility sector, companies in the automobile and auto

component manufacturing sector, companies in the oil and gas sector, companies in the information and communications technology sector (ICT)

and companies in the food, beverage and tobacco sector (FBT) should complete supplementary questions in addition to the core questionnaire.

If you are in these sector groupings, the corresponding sector modules will not appear among the options of question CC0.6 but will automatically

appear in the ORS navigation bar when you save this page. If you want to query your classification, please email respond@cdp.net.

If you have not been presented with a sector module that you consider would be appropriate for your company to answer, please select the module

below in CC0.6.

Further Information

Module: Management

Page: CC1. Governance

CC1.1

Where is the highest level of direct responsibility for climate change within your organization?

Board or individual/sub-set of the Board or other committee appointed by the Board

CC1.1a

Please identify the position of the individual or name of the committee with this responsibility

Two eBay Board of Director members serve as mentors to the Global Impact team, building on eBay’s long legacy of driving comm erce for good and driving

strategies that further strengthen and advance eBay Global Impact. Each of eBay’s goals is sponsored by a member of the Executive Leadership Team to ensure

we prioritize and remain accountable to achieving these targets at the highest levels of our business. The Global Impact team works across the organization to

help our business groups and functions prioritize ESG as part of the company’s strategy. This includes cross-company collaboration on goal setting, impact

measurement, and reporting, which is shared annually on eBay’s Global Impact website.

CC1.2

Do you provide incentives for the management of climate change issues, including the attainment of targets?

Further Information

Page: CC2. Strategy

CC2.1

Please select the option that best describes your risk management procedures with regard to climate change risks and opportunities

A specific climate change risk management process

CC2.1a

Please provide further details on your risk management procedures with regard to climate change risks and opportunities

Frequency

monitoring

To whom are results

reported?

Geographical areas considered

How far into

the future are

risks

considered?

Comment

Annually

Board or

individual/sub-set of

the Board or

eBay evaluates climate change risks and

opportunities at the global level using a

cross-functional governance model. This

evaluation occurs annually, at a minimum,

> 6 years

Our Global Impact team coordinates the evaluation of and

response to risks and opportunities with leadership

across a number of key functional areas including

operations (workplace. data center), finance, government

Frequency

monitoring

To whom are results

reported?

Geographical areas considered

How far into

the future are

risks

considered?

Comment

committee appointed

by the Board

but with higher frequency in regions where

our operational footprint is most significant,

specifically our major data center locations

(Utah, Nevada).

relations, legal and investor relations. Stakeholders from

these teams develop specific responses to these risks &

opportunities for their functional area and provide inputs

to and review/approve the annual assessment and

disclosure of these risks & opportunities.

CC2.1b

Please describe how your risk and opportunity identification processes are applied at both company and asset level

At the company level: eBay has a specific climate risk management process coordinated through the Global Impact (GI) function . Subject matter experts from

the GI team actively engage with key global functions - finance, government relations, and operations teams – to evaluate climate risks and opportunities

(R/O), interpret them into a business R/O framework and develop recommendations that can then be acted upon by decision maker s. The team also consults

external subject matter experts to identify opportunities as well as social/policy/environmental issues that could materially impact our business. As R/Os are

identified the appropriate teams evaluate and implement response measures. An example outcome from this process is eBay’s 100 % renewable energy (RE)

goal. In our 2016 ESG materiality assessment, energy was identified as a top stakeholder concern. The team partnered with fin ance and operations to assess

the feasibility of RE and with the Global Communications team to assess reputation and other R/Os pre sented by setting the goal. Sign-off from these leaders

was then taken to the executive leadership team for approval.

At the asset level: Individual functional teams have their own processes, with the GI team serving an “advise and support” ro le. Our Critical Infrastructure

Engineering (data centers) team has defined processes for identifying risks and mitigation measures in the design and siting of new data centers as well as

cleaner energy sourcing opportunities. Our Workplace Resources team prioritizes efficiency and cost management throughout eBay’s facilities, and partners

with the GI team to evaluate the potential environmental impacts of proposed projects. These impacts are used as inputs to th e overall decision-making

process. The GI team also serves as an interface between the Global Communications and functional teams, contextualizing environmental impacts and

developing both reactive and proactive communications for key stakeholder groups as needed.

CC2.1c

How do you prioritize the risks and opportunities identified?

eBay prioritizes climate-related risks and opportunities based on implications across three dimensions: Financial, Reputation, and Employees. Financia l

includes both the potential for increased or decreased costs as well as new revenue potential and impact on investor sentiment. Reputation encompasses both

risks with key stakeholder groups (investors, NGOs, employees, customers) but also the opportunity to show leadership and dif ferentiate ourselves through a

strong climate change response strategy. Our surveys of employee sentiment as well as on-going feedback from those employees make it clear that they highly

value our commitment to running our business in an environmentally and socially responsible manner. Further, competition fo r new talent is fierce, and we

strongly believe that these commitments are a key tool for attracting and retaining high-quality employees.

We used this prioritization approach in 2016 to identify two key sustainability focus areas for our Global Impact str ategy – circular economy and renewable

energy. In the case of circular economy, our research and interviews with stakeholders indicate that eBay not only has a stro ng reputation in this area already,

but that the positive carbon impacts of our pre-owned business far exceed the negative impacts of our own operations. Further, we have received strong

feedback from leaders and other employees that the CE message resonates as a positive attribute of our business and a potenti al differentiator.

Setting our 100% renewable energy goal included an assessment of the potential financial and reputation risks and opportunities. While it is l ikely that short

term energy costs could rise as we implement renewable contracts, these are expected to be very modest and far sur passed by the reputation uplift (and risk

avoidance) of committing to a low-carbon energy supply within the next 10 years (2025).

CC2.2

Is climate change integrated into your business strategy?

Yes

CC2.2a

Please describe the process of how climate change is integrated into your business strategy and any outcomes of this process

i) Description of how the business strategy has been influenced - In September 2016, eBay partnered with GlobeScan, an independent research firm, to update

our company’s environmental, social and governance (ESG) focused materiality assessment. Through assessment research and stakeholder engagement

process, we prioritized and mapped-out the issues that are most important—both from an opportunity and a risk perspective—to eBay as a business and to

our most important stakeholders. Two climate-relevant issues, energy and sustainable consumption, were considered most critical by both internal and

external stakeholders.

ii) At least one example given of how the business strategy has been influenced - The two priority focus areas (of 5 total) related to climate that were

identified in our materiality analysis – energy and sustainable consumption - along with suggested potential goals to address these issues, were presented to

eBay’s CEO and Board of Directors for review. They in turn tasked the Global Impact team with facilitating a goal -setting process across the appropriate

functional areas and business units. For energy, this included both the Critical Infrastructure Engineering (CIE) and Workplace Resources (WPR) teams, as

well as Government Relations and Finance. To address sustainable consumption, this included the North America and UK eBay Mar ketplaces teams. Through a

collaborative process, eBay performed benchmarking to understand the RE aspirations of peer companies to qualitatively assess the potential reputation

impact of an ambitious renewable energy target (and reputation risk without one). Using that information, as well as market a nd cost analyses, the cross-

functional team developed a suggested timeline, estimated costs, and known R/Os of a 100% renewable energy target, which was ultimately approved by

executive leadership.

iii) What aspects of climate change have influenced the strategy – eBay has identified R/Os across a number of opportunity drivers, as detailed in Sections 5

and 6. Many of these are expected to have direct impacts across eBay’s value chain, but indirect impacts on eBay itself. As a result, these factors are addressed

primarily in eBay’s strategy via business continuity, crisis management, procurement, etc. However, the risk from changing consumer behaviors and

opportunity presented with respect to reputation are more directly addressed by business strategy. In the case of the risk of changing consumer behavior,

eBay continues to offer new and augmented services to appeal to both existing and new customers. In 2016 we expanded our inte rmediated selling services to

increase customer convenience. These included eBay Valet (intermediated selling) and Click & Collect, which offers eBay pickup/dropoff lockers in major

stores. By making it easier and more convenient to sell pre-owned items, these services are helping increase the life of items and reduce demand for new ones,

ultimately reducing the impacts of commerce on climate change. eBay also added using 100% renewable electricity by 2025 to the company strategy. We

believe this will build reputation with stakeholders and affinity for our brand with employees and customers.

iv) How the short term strategy has been influenced by climate change – For eBay, short-term strategies are those whose impacts are realized in the 1-3 year

timeframe. The most important components of meeting the short-term business strategy include reducing operational costs via energy efficie ncy projects such

as installing real-time energy monitoring at our Dublin, Ireland location. Another key short-term business strategy aligned with reducing climate impacts is

our focus on expanding our consumer-to-consumer (C2C) selling business, which is the key driver of circular commerce activity on eBay. Sales of pre-owned

items both reduce carbon emissions as compared to a new item and produce downstream economic benefit for both sellers and buy ers.

v) How the long term strategy has been influenced by climate change - Long term strategy at eBay is 3 years and beyond. Our goal to power eBay with 100%

renewable electricity by 2025 is the primary way eBay has integrated responding to climate change in our business strategy. R eaching this goal will be a cross-

functional effort across many different teams over several years, and achieving it will require those teams to resource their participation in the goal

appropriately.

vi) How this is gaining you strategic advantage over your competitors – the online commerce space is highly competitive, and eBay competes with many other

companies, both large and small, old and start-ups, for attention from the market. In addition, the demographics of potential buyers are changing – younger

customers are eager to spend their money with brands they feel reflect their values. eBay believes that our GI strategy and programs, including transparenc y

about our climate change impacts and our work to reduce them, can be a competitive differentiator not only with these custome rs but also in the minds of

investors and potential employees.

vii) Business strategy linked to GHG reduction target - Commerce can often be synonymous with overconsumption and waste, two things that drive carbon

emissions and climate change among many other environmental challenges. Through our materiality analysis and creation of our GI strategy, it became clear

that the more sustainable, circular model of commerce that happens on our platforms has enormous potential to both cut carbon emissions and drive

economic benefit. A sensitivity analysis of eBay’s selling categories had shown that Fashion and Electronics, two priority busin ess verticals also had clear

carbon and economic upsides when comparing a pre-owned versus new item. Using this same methodology and working closely with teams in both North

America and the UK, we developed a CE goal aligned with the goals the company has around our C2C selling business, where much of the inventory is pre-

owned. Our aspiration is that, by 2020, the C2C business will deliver 2.5 million tonnes of avoided carbon. Not only does this goal align with the business’s

goals, but we expect that our CE impact assessment methodology and communications about our positive impacts will reflect pos itively on our brand and

enhance our reputation.

viii) Most substantial business decision made and the aspect of climate change that impacted the decision: Setting a 100% ren ewable energy target was the

most substantial business decision made in 2016 that was influenced by climate change. This far surpasses in ambition the only other renewables goal made in

the company’s history (8% of total electricity from renewable sources by 2015, set in 2012) and reflects an increased priorit y on reducing the carbon intensity

of eBay’s business as our most direct way to respond to risks presented by climate change.

CC2.2c

Does your company use an internal price on carbon?

No, but we anticipate doing so in the next 2 years

CC2.3

Do you engage in activities that could either directly or indirectly influence public policy on climate change through any of the following? (tick all

that apply)

Direct engagement with policy makers

Trade associations

Other

CC2.3a

On what issues have you been engaging directly with policy makers?

Focus of

legislation

Corporate

Position

Details of engagement

Proposed legislative solution

Other:

comprehensive

climate change

policy

Support

eBay is a strong supporter of climate action nationally and in our headquarters state

of California. We were a business voice in support of the landmark AB32 legislation

and have continued to support state policy to strengthen and clarify AB 32

implementation. While AB32 was game changing, the emissions reduction mandates

only extended through 2020. To continue momentum and address the need for larger

GHG reductions globally, it was proposed the state create a more ambitious target

and extend these targets to 2030. At the request of NGO stakeholders, eBay reached

out to individual law makers to encourage their support of the bill.

Extend the GHG emissions reductions

required by California AB32 beyond

2020, mandating a 40% reduction by

2030. Senate Bill 32 was signed by the

governor in September 2016

CC2.3b

Are you on the Board of any trade associations or provide funding beyond membership?

Yes

CC2.3c

Please enter the details of those trade associations that are likely to take a position on climate change legislation

Trade

association

Is your position

on climate change

consistent with

theirs?

Please explain the trade association's position

How have you, or are you attempting to,

influence the position?

TechNet

Consistent

TechNet advocates for a robust energy policy that encourages true competition in

the energy market. TechNet also supports state policies to spur deployment of

clean energy resources such as fuel cells, solar, wind, demand-side, advanced

clean combustion, and clean transportation, and will work diligently to advance

them. TechNet also supports smart grid technologies that increase the reliability

and resilience of the electric grid; enable clean technologies and electric vehicles;

and help consumers reduce their electric bills. TechNet supports empowering

consumers with access to their energy data and new tools to help consumers cut

energy use. TechNet also supports efforts to expand or create new programs

should be inclusive, balanced, and data-driven in order to achieve stated aims and

avoid significant disruption.

As a member of TechNet, eBay regularly

participates in policy discussions among

members and association leadership. eBay

also works with association leaders to help

develop TechNet’s advocacy strategy.

CC2.3e

Please provide details of the other engagement activities that you undertake

eBay is a member and serves on the steering committee of Business for Innovative Climate and Energy Policy (BICEP), which is an advocacy coalition of

businesses with the overall goal of supporting, “broad, bi-partisan consensus among policy makers to reduce US greenhouse gas emissions 80 percent below

1990 levels by 2050, with an interim goal of at least 25 percent below 1990 levels by 2020.” Via our leadership role in BICEP , we regularly support state and

federal legislation and global policy that reinforces BICEP’s position on climate change. As a BICEP member, eBay has signed on to the Climate Declaration, a

call to action from leading American businesses and individuals urging policymakers and business leaders to seize the economi c opportunity in tackling

climate change. In 2015, eBay joined dozens of companies and organizations in the Business Backs a Low Carbon USA initiative, which calls on the US

government to support strong action on climate change both nationally and abroad, including the Paris Climate Accord. .” Most recently via BICEP, eBay

reaffirmed corporate commitment to reducing carbon emissions by signing on to the “We Are Still In” initiative, which is a co llection of over 1,200

policymakers, businesses, investors, and higher education institutions that support the Paris Climate Agreement.

eBay Inc. is a founding member of the Future of Internet Power, a working group convened via Business for Social Responsibili ty (BSR). This group is

comprised of leading technology companies that will share and promote best practices and develop a platform for driving low-carbon, sustainable power for

data centers in collaboration with select utilities and policymakers.

eBay Inc. is also a member of the Silicon Valley Leadership Group. The Leadership Group is a key player in helping ensure the implementation of California’s

AB 32 rewards efficiency, protects innovation and provides flexibility to seek out and implement the lowest -cost solutions, while also meeting our greenhouse

gas reduction goals. In addition, the Leadership Group is increasingly active in federal-level advocacy for smart energy and climate policies.

eBay is a member of the Renewable Energy Buyers Alliance and a signatory of the Corporate Renewable Energy Buyers Principles. Companies across the US

want to power their operations with clean and renewable energy but navigating the path to renewables is harder than it should be. REBA exists to make the

transition easier by helping companies understand the benefits of moving to renewables, conne cting corporate demand to renewable energy supply, and

helping utilities better understand and serve the needs of corporations

eBay is a founding member of the Business Renewables Center. This initiative by the Rocky Mountain Institute will serve as a guiding organization for

companies seeking to build and expand their use of renewable energy and will provide members with three services:

• Navigation – guidance on strategy, contracts, making the internal business case and hiring expert assistance

• Connections and access to experts

• Exploration of new market opportunities

CC2.3f

What processes do you have in place to ensure that all of your direct and indirect activities that influence policy are consistent with your overall

climate change strategy?

To ensure a coordinated approach to and positions on climate and energy policy activities, regular meetings are held regularly bet ween Global Impact and

Government Relations staff, and on an ad hoc basis with other internal stakeholders from Global Communicatio ns, Finance and operations. Agendas for these

meetings include business impacts, pending policy initiatives and discussion of how these do or do not align with our corpora te climate and energy strategy, as

well identify any opportunities/requests to engage with external stakeholders on these activities.

Further Information

Page: CC3. Targets and Initiatives

CC3.1

Did you have an emissions reduction or renewable energy consumption or production target that was active (ongoing or reached completion) in the

reporting year?

Absolute target

Renewable energy consumption and/or production target

CC3.1a

Please provide details of your absolute target

Scope

% of

emissions in

scope

% reduction

from base

year

Base

year

Base year emissions

covered by

target (metric tonnes

CO2e)

Target

year

Is this a science-

based target?

Comment

Abs1

Scope 1+2

(market-

based)

70%

100%

2016

75660

2025

No, but we

anticipate setting

one in the next 2

years

Applicable for eBay's owned and leased

facilities where eBay currently has

procurement control, which is defined as

those sites where eBay receives invoices

and pays for energy.

CC3.1d

Please provide details of your renewable energy consumption and/or production target

Energy types

covered by

target

Base

year

Base year energy

for energy type

covered (MWh)

% renewable

energy in base

year

Target

year

% renewable

energy in target

year

Comment

RE1

Electricity

consumption

2016

323138

54%

2025

100%

Applicable for eBay's owned and leased facilities where

eBay currently has procurement control, which is

defined as those sites where eBay receives invoices and

pays for energy.

CC3.1e

For all of your targets, please provide details on the progress made in the reporting year

% complete (time)

% complete (emissions or renewable energy)

Comment

Abs1

2016 is the base year for this target

RE1

2016 is the base year for this target

CC3.2

Do you classify any of your existing goods and/or services as low carbon products or do they enable a third party to avoid GHG emissions?

CC3.3

Did you have emissions reduction initiatives that were active within the reporting year (this can include those in the planning and/or

implementation phases)

Yes

CC3.3a

Please identify the total number of projects at each stage of development, and for those in the implementation stages, the estimated CO2e savings

Stage of development

Number of projects

Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *)

Under investigation

To be implemented*

996

Implementation commenced*

Implemented*

28466

Not to be implemented

CC3.3b

For those initiatives implemented in the reporting year, please provide details in the table below

Activity

type

Description of

activity

Estimated

annual CO2e

savings

(metric

tonnes

CO2e)

Scope

Voluntary/

Mandatory

Annual

monetary

savings (unit

currency - as

specified in

CC0.4)

Investment

required (unit

currency - as

specified in

CC0.4)

Payback

period

Estimated

lifetime of

the

initiative

Comment

Low carbon

energy

purchase

RECs purchased

equivalent to 100%

of total energy use

for Las Vegas co-

located data centers

beginning January

2016.

27611

Scope 2

(market-

based)

Voluntary

<1 year

Ongoing

Energy costs

included as part of

eBay's contract with

our co-location

provider. No

additional

investment by eBay

was necessary.

Activity

type

Description of

activity

Estimated

annual CO2e

savings

(metric

tonnes

CO2e)

Scope

Voluntary/

Mandatory

Annual

monetary

savings (unit

currency - as

specified in

CC0.4)

Investment

required (unit

currency - as

specified in

CC0.4)

Payback

period

Estimated

lifetime of

the

initiative

Comment

Low carbon

energy

purchase

RECs purchased

equivalent to 100%

of total energy use

for Portland, OR

office beginning

January 2016.

803

Scope 2

(location-

based)

Voluntary

<1 year

Ongoing

There is a minimal

net cost for this

measure, but eBay

feels the payback in

employee

engagement and

overall reputation is

more than adequate.

Behavioral

change

Staff energy

awareness program

Scope 1

Scope 2

(market-

based)

Voluntary

<1 year

6-10 years

Any impact on CO2

and energy use is

expected to be an

indirect result of this

campaign

Energy

efficiency:

Processes

Hubgrade real time

energy monitoring,

reporting, and

alarms

Scope 2

(market-

based)

Voluntary

12901

10000

<1 year

6-10 years

Energy

efficiency:

Building

services

Kitchen AHU winter

set back

Scope 2

(market-

based)

Voluntary

2366

5000

<1 year

3-5 years

CC3.3c

What methods do you use to drive investment in emissions reduction activities?

Method

Comment

Dedicated budget for

other emissions reduction

activities

eBay has set a 100% renewable electricity target, so procurement (whether via on-site installations or off-site contracts) of lower-carbon

energy is part of company strategy.

Employee engagement

Employee engagement is a key foundational element of eBay Inc.’s Global Impact strategy. The origins of our environmental programs can

be traced directly back to the grassroots passion of our employees. Our Global Impact teams continue this legacy. These teams are briefed

regularly on our energy and carbon approach, as well as educated about local initiatives that can impact our overall carbon footprint.

Many of the extended team who work in operational energy efficiency, greener building, renewable energy and other areas are also

Global Impact team members

Further Information

Page: CC4. Communication

CC4.1

Have you published information about your organization’s response to climate change and GHG emissions performance for this reporting year in

places other than in your CDP response? If so, please attach the publication(s)

Publication

Status

Page/Section reference

Attach the document

Comment

In voluntary communications

Complete

Pages 10 - 16 of the attached document (Environmental Footprint)

GI_FY2016_Report_R3_04172017.pdf

Further Information

Module: Risks and Opportunities

Page: CC5. Climate Change Risks

CC5.1

Have you identified any inherent climate change risks that have the potential to generate a substantive change in your business operations, revenue

or expenditure? Tick all that apply

Risks driven by changes in regulation

Risks driven by changes in physical climate parameters

Risks driven by changes in other climate-related developments

CC5.1a

Please describe your inherent risks that are driven by changes in regulation

Risk driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

Fuel/energy

taxes and

regulations

The potential for

fuel and energy

taxes and

regulations

expose eBay to

risk both in terms

of increased costs

and decreased

revenue.

Operationally,

energy is an

essential input to

eBay Inc.’s

business. Our

platform relies on

a data center

Increased

operational

cost

>6 years

Direct

About as

likely as

not

Low

Electricity

purchases were

about 1% of

eBay’s total

operating

expense in 2016

(~$40M USD).

Data centers

were responsible

for 85% of that

consumption,

with other

facilities

comprising the

other 15%. Using

a conservative

eBay manages this

risk by * managing

growth in energy

consumption and

its associated

costs *

diversifying our

energy supply to

manage rate

growth, and * by

advocating for

policies that could

support a diverse

energy market and

provide

predictability to

Managing energy

cost increases are

generally within

the scope of

current

operations teams,

so increases in

staff costs are

predicted to be

minimal.

Efficiency

improvements

represent cost

savings, so no

additional costs

are anticipated for

Risk driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

portfolio that is

responsible for

more than 85% of

our total energy

consumption. Our

customer support

organization

operates facilities

24 hours a day, 7

days per week,

and our global

staff count on

being able to

travel between

offices and across

geographies.

Consequently,

energy taxes and

regulations could

drive up energy

prices, leading to

increased costs to

the company.

assumption that

regulations or

taxes increase

energy prices by

25%, that would

increase energy

spend by about

$10M. The

relative percent

of Opex would

remain

unchanged).

Business travel is

an insignificant,

in terms of total

% of spend for

eBay.

future costs

estimates.

Activities to

manage growth in

energy

consumption 2016

included a staff

education energy

efficiency

campaign and a

real-time energy

monitoring system

at our Dublin,

Ireland location

that are expected

to decrease

electricity use by

nearly 5%. We

have also

diversified our

energy supply by

powering a

significant portion

of our owned data

center in Salt Lake

City, UT using fuel

cells powered by

natural gas. Given

the very low

prices for this

commodity, this

provides a hedge

against large

energy price

spikes for the next

several years. In

2016 we also

benefitted when

our largest co-

location provider

those programs.

On-site energy

generation

requires

additional up-

front budget, both

operational

(consultants, staff

time) and capital.

The scope of these

costs is dependent

on the projects

chosen and

cannot be

accurately

quantified at this

time

Risk driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

was able to add

utility cost

predictability and

100% renewable

energy to Las

Vegas location.

Through our

membership

organizations

outlined in

Questions 2.3c and

2.3g, we are

actively

advocating for

policies that

encourage a price

on carbon and

renewable energy

availability at a

price point at or

near commercial

rates. In 2016,

eBay joined 99

other brands in a

full page Wall

Street Journal ad,

emphasizing that

US business

supports a “Low

Carbon USA.”

Fuel/energy

taxes and

regulations

The potential for

fuel and energy

taxes and

regulations

expose eBay to

risk both in terms

of increased costs

and decreased

revenue. Our

business model

Reduced

demand for

goods/services

>6 years

Indirect

(Client)

About as

likely as

not

Low-

medium

Increased

shipping costs

could decrease

the appeal of on-

line buying and

selling

particularly for

individual or

small business

sellers who do

eBay already

works to help our

sellers manage

shipping costs,

including offering

a diverse selection

of logistics

partners,

negotiated flat-

rate shipping

Augmentation and

expansion of

existing programs

to manage

shipping costs are

most likely to

increase rather

than decrease

eBay revenue, so

cost of

Risk driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

relies heavily on

shipping and

logistics, some of

which is done

directly by eBay

Inc. businesses

but the majority

of which occurs

downstream of

and out of our

direct control.

Increasing energy

prices could

quickly translate

into higher

shipping and

logistics costs. If

those costs are

passed on in the

prices offered to

customers on our

commerce sites,

this could drive

down demand for

on-line

shopping.This

could overall

harm eBay’s

business.

not enjoy the

ability to

negotiate

favourable

shipping

contracts as a

function of scale.

It is hard to

predict the

relationship

between

increased costs

and decreased

selling activity,

but for example,

using our 2016

revenue of $8.6

billion, if there is

a 5% reduction

in activity, could

mean $430

million in lost

revenue..

supplies with

carriers, guidance

on right-sizing

shipping

packaging, and

intermediation

programs such as

our Global

Shipping Platform.

management is

essentially zero.

CC5.1b

Please describe your inherent risks that are driven by changes in physical climate parameters

Risk driver

Description

Potential impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

Change in

precipitation

extremes

and

droughts

eBay has

facilities in 32

countries

around the

world (see

Q0.3). Some of

Reduction/disruption

in production

capacity

>6 years

Direct

More likely

than not

Medium

Business

disruptions as

well as physical

damage to

facilities could

increase costs

Business

continuity, crisis

management and

emergency

response

processes are

Managing

these risks is

currently part

of the normal

course of

business at

Risk driver

Description

Potential impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

these locations

are more

vulnerable than

others to

potential

physical

changes from

climate change.

For instance in

San Jose, CA,

maps of

potential sea

level rise

indicate that a 1

meter increase

could submerge

one of two

major San Jose

freeways and

restrict access

to the San Jose

Airport. These

risks could

include

disruption of

our operations

or physical

damage to our

facilities from

floods, fires or

other extreme

weather events

and possible sea

level rise.

Drought and

other climate-

decreases in the

availability of

fresh water

and have

potentially

negative

revenue

impacts by

restricting or

disrupting

altogether

access to our

platforms and

services. Using

2016 revenue

of $8.6 billion, a

is a 5%

reduction in

productivity,

could mean

$430 million in

lost revenue.

integrated at the

corporate level to

assure the safety

of our employees

and minimize the

disruption to

business

operations. In

addition, physical

risks to

operations are a

key input to any

expansion

decision. eBay’s

business is

geographically

diversified, and

our physical risks

are similar to but

more dispersed

than those of

other retail or e-

commerce

companies. To

help address

water risks, eBay

Inc. includes

water availability

and risk as part

of its data center

sighting policy

and is driving

water efficiency

to decrease

overall demand.

eBay so no

additional

costs over

normal

operational

expenses are

being incurred

at this time.

Risk driver

Description

Potential impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

could also pose

a risk to our

operations. This

is most

particularly the

case for our

data center

operations.

Water is

essential for

cooling, and

prolonged

shortages could

ultimately result

in service

interruptions

and costly

relocation of

data center

services.

CC5.1c

Please describe your inherent risks that are driven by changes in other climate-related developments

Risk

driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

Changing

consumer

behavior

eBay is a global

commerce

company whose

customers include

hundreds of

millions of users

and millions of

businesses. These

individuals and

companies could

be affected by any

number of climate

change issues -

including the

financial impacts

Reduced

demand for

goods/services

>6 years

Indirect

(Client)

About as

likely as

not

Low-

medium

Diversion of

users away from

using our

platforms could

adversely affect

our business

results. For

instance, using

2016 revenue of

$6.1B for the

eBay

Marketplace, a

10% decrease in

shopping on our

that platform

The diversification of

eBay’s business

provides customers

with options that

could help mitigate

lower demand for on-

line shopping by

offering new and

augmented shopping

experiences. For

instance, in 2016 we

expanded our

intermediated selling

services to increase

customer

Managing

changing

consumer

behaviour is

inherent in

eBay’s business

model, so no

additional

management

costs are

anticipated at

this time.

Risk

driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

of fuel price

volatility, weather

volatility, sea level

rise, etc. - which

could present a

general risk to our

business. Our

users may spend

less time on our

websites and our

applications for

mobile devices as

a result of a

variety of climate

change-related

diversions,

including:

geopolitical

events, such as

war, natural

disasters; power

shortages or

outages, major

public health

issues, including

pandemics; and

other significant

local, national or

global events

capturing the

attention of a large

part of the

population. If any

of these, or any

other climate-

related factors,

divert our users

from using of our

websites or mobile

applications, our

could mean as

much as a 7%

decrease in

overall revenue

(~$420M USD).

convenience, such as

eBay Valet

(intermediated

selling) and Buy

Online/Pickup in

Store with retailers,

pickup/dropoff

lockers in major

stores, like Argos in

the UK. These are

examples of how

evolving programs

can help reduce the

business impacts of

climate change.

Risk

driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

business could be

materially

adversely affected.

For instance,

mobile commerce

now comprises

more than 40% of

the traffic on

eBay.com.

Further Information

Page: CC6. Climate Change Opportunities

CC6.1

Have you identified any inherent climate change opportunities that have the potential to generate a substantive change in your business operations,

revenue or expenditure? Tick all that apply

Opportunities driven by changes in regulation

Opportunities driven by changes in physical climate parameters

Opportunities driven by changes in other climate-related developments

CC6.1a

Please describe your inherent opportunities that are driven by changes in regulation

Opportunity

driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

Fuel/energy

taxes and

regulations

Climate-related

regulations are

likely to result

in increased

prices for fuel

and

commodities,

with some

geographies

experiencing

higher price

pressure than

others. eBay

Inc.’s portfolio

companies,

particularly the

Increased

demand for

existing

products/services

>6 years

Direct

About as

likely as

not

Low-

medium

Changes in

shopping

behavior

toward more

on-line

shopping,

both for pre-

owned and

new goods,

could

increase eBay

revenue. For

example,

using 2016

revenue of

$8.6 billion, a

eBay’s portfolio

of businesses

are constantly

assessing and

responding to

changing

customer

requirements

and consumer

sentiment. This

includes

expanding and

evolving

existing services

as well as

investigating

Managing and

responding to

changing

consumer

behaviour is

inherent in

eBay’s

business

model, so no

additional

management

costs are

anticipated at

this time.

Opportunity

driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

Marketplaces

and Classifieds

businesses,

could benefit

financially from

this in a

number of

ways: -

Increasing fuel

and

commodities

prices could

drive up the

price of new

goods overall,

driving

increased

interest in pre-

owned items.

eBay is one of

the world’s

largest

marketplaces

for pre-owned

goods – for

instance, more

than 1.4 million

pre-owned

smartphones

were sold on

eBay in the US

and UK alone in

2016. A trend

toward pre-

owned over

new items

could translate

into increased

sales and

revenue for

10% increase

in on-line

shopping

would

translate to

$860 million

in additional

revenue.

new business

models. eBay

Valet

(intermediated

selling) and

Click & Collect,

which offers

eBay

pickup/dropoff

lockers in major

stores, make it

easier and more

convenient to

sell pre-owned

items. These

services are

helping increase

the life of items

and reduce

demand for new

ones, ultimately

reducing the

impacts of

commerce on

climate change.

In 2016 our

Click and

Collect’ service

in the UK, lets

users drop off

and pick up

eBay items

without a trip to

the post office,

celebrated its 10

millionth

transaction.

Opportunity

driver

Description

Potential impact

Timeframe

Direct/Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

eBay, as well as

avoided carbon

emissions and

downstream

economic

benefit for

buyers. - Higher

fuel and goods

prices in a

particular

region may

drive up

interest in on-

line shopping,

as consumers

are able to

comparison

shop not only

locally, but

regionally and

worldwide. -

Higher

transportation

fuel prices

could

discourage

consumers

from driving to

local stores and

instead

encourage

them to shop

on-line,

increasing eBay

revenue.

CC6.1b

Please describe your inherent opportunities that are driven by changes in physical climate parameters

Opportunity

driver

Description

Potential impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

Change in

mean

(average)

temperature

eBay has

evaluated likely

physical climate

parameters

across our four

geographies of

operations: North

America, Asia-

Pacific, Latin

America and

Europe-Middle

East-Africa, as

well as in terms

of their impacts

on our

marketplaces. We

have concluded

that eBay could

realize indirect

benefits if

changing mean

temperatures

increase

opportunities

along the

commerce value

chain. Logistics

companies could

benefit from new

shipping routes

exposed by

melting sea ice,

meaning that

some of the

millions of

packages sent

after being sold

on eBay may be

able to be

delivered in a

Increased demand

for existing

products/services

>6 years

Indirect

(Client)

About as

likely as

not

Low-

medium

Increased

commerce

activity (or

decrease in

commerce

costs) could

financially

benefit eBay.

For instance,

using 2016

revenue of

$6.1B for the

eBay

Marketplace, a

10% increase in

shopping on

our that

platform could

mean as much

as a 7%

increase in

overall eBay

revenue.

eBay’s portfolio of

businesses

(Marketplaces,

StubHub,

Classifieds) are

constantly

assessing and

responding to

changing

customer

requirements and

consumer

sentiment. This

includes making

sure we have

sellers offering

goods that people

need and want to

buy. eBay also

maintains strong

relationships with

carrier partners to

make the shipping

that happens via

eBay easier, more

cost effective and

more reliable. . For

instance, in 2016

eBay partnered

with FedEx to

bring eBay Valet

drop-off locations

to over 1600

FedEx Kinkos

locations. This

greatly simplifies

the selling

process,

particularly for

new sellers. These

Managing and

responding to

changing

consumer

behaviour is

inherent in

eBay’s

business

model, so no

additional

management

costs are

anticipated at

this time.

Opportunity

driver

Description

Potential impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

more expedited

fashion if logistics

companies can

reduce shipping

time. Retailers

might identify

products that

support

adaptation to

rising or falling

temperatures and

precipitation that

buyers want. This

increased

commerce

activity could

drive increases in

eBay revenue.

relationships will

continue to be

essential as

commerce adapts

to climate change

opportunities.

CC6.1c

Please describe your inherent opportunities that are driven by changes in other climate-related developments

Opportunity

driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

Reputation

Investors are

increasingly

expecting

companies to

manage their

climate risk and

look for financial

opportunity in a

low-carbon

market.

Consumers are

increasingly

aligning their

personal values

with buying

behaviors, and

are looking for

Increased

stock

price

(market

valuation)

>6 years

Direct

About as

likely as

not

Low-

medium

eBay does

business in a

strongly

competitive

environment that

is under

increasing

scrutiny from

stakeholders such

as investors.

Increased positive

brand recognition

and sentiment

could translate

into positive

competitive

advantage and

A key focus of eBay’s

Global Impact

approach is

increasing the

frequency and

quality of our

disclosures related

to our

environmental,

social and

governance

performance. Our

Global Impact

website is updated

annually and is the

most comprehensive

overview of our

Stakeholder

engagement,

transparency and

related external

activities are a

normal part of

our work, so we

expect no

additional costs

to be incurred in

communicating

about our

response to

climate change.

Opportunity

driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

shopping

destinations that

support their

choices.

Employees are

increasingly

looking for

meaning in their

work beyond a

paycheck and

want to work for

companies that

let them live their

values. All of

these trends play

to eBay’s

strengths. Our

approach to

climate change

prioritizes both

increased circular

commerce

activity on our

platforms,

avoiding carbon

emissions that

would have been

generated in

production of

new items, and

renewable

energy, which will

decrease the

carbon footprint

of our business.

And our Global

Impact strategy

and approach

aligns strongly

with eBay’s

increased stock

price. For example,

if the 12-month

price target of

$35/share issued

by analysts in

2016 increased by

10%, each share

would then be

work $38.50.

approach to these

issues and has been

positively received

by key external

stakeholders. In

addition, the GI team

deepens

engagement with

stakeholders and

other companies on

key issues through

strategic

memberships, such

as the Circular

Economy 100 and

the Renewable

Energy Buyers

Alliance.

Opportunity

driver

Description

Potential

impact

Timeframe

Direct/

Indirect

Likelihood

Magnitude

of impact

Estimated

financial

implications

Management

method

Cost of

management

culture and

brand, making it

an attractive

place to start and

grow careers.

Further Information

Module: GHG Emissions Accounting, Energy and Fuel Use, and Trading

Page: CC7. Emissions Methodology

CC7.1

Please provide your base year and base year emissions (Scopes 1 and 2)

Scope

Base year

Base year emissions (metric tonnes CO2e)

Scope 1

Thu 01 Jan 2015 - Thu 31 Dec 2015

25622

Scope 2 (location-based)

Thu 01 Jan 2015 - Thu 31 Dec 2015

122320

Scope 2 (market-based)

Thu 01 Jan 2015 - Thu 31 Dec 2015

135481

CC7.2

Please give the name of the standard, protocol or methodology you have used to collect activity data and calculate Scope 1 and Scope 2 emissions

Please select the published methodologies that you use

The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)

CC7.2a

If you have selected "Other" in CC7.2 please provide details of the standard, protocol or methodology you have used to collect activity data and

calculate Scope 1 and Scope 2 emissions

CC7.3

Please give the source for the global warming potentials you have used

Gas

Reference

CO2